| Summary: | 碩士 === 國立中央大學 === 高階主管企管碩士班 === 107 === Affected by the inherent operating environment and fierce global market competition, Taiwan's hosiery industry must enter the blue ocean of producing small-volume, large-variety and high value-added products. Producing samples is labor, skill and communication intensive, making employees especially critical for improving performance in this operation. Therefore, delivering fast and accurate samples is key for the hosiery companies in Taiwan to survive.
This research explores how the sample team of a case company overcame the difficulties of collaboration by conducting effective team communication, what the actual impact on operational performance could be produced and how the successful experiences may be reproduced in the case company’s other departments. Based on the theoretical insights from the literature of organizational change and learning organization, the study collected data from archival records, long-term direct observations and participatory observations.
The case company, established in 1985, is a well-known OEM/ODM sock manufacturer. It is also one of the few hosiery industry companies with a consistent production process of exhibition, receiving orders, production, and shipment. This case study shows, to improve operational performance through more effective team communication, management have to believe the employees can change attitudes and behaviors and use the collective intelligence, set the team goal and achieve it by insisting on doing the right small things, and establish among them a relationship of competition-cooperation and mutual trust.
Management must understand that the success of organizational change begins with its own personal change due to the performance of employees is mainly affected by the company's rules and regulations. To let employees feel that they are indeed the assets of the company, the management must open the sharing platform and value the collective intelligence as critical resources. When selecting the executives, it is necessary to pay attention to whether they have the ability to create interpersonal harmony besides professional competence. In addition, when a reform has failed in a certain department repeatedly, it is also necessary to examine whether there is a problem of interpersonal harmony, in addition to examining the direction of the reform.
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